A Quote by Andrew Ng

We think that many companies view Coursera as a quality, convenient, inexpensive way to continue employee development. Is there a contract with a company that might make sense? I don't have an answer to that yet.
My number one focus is and will always be football. I wanted to make sure that companies I partner with not only respect that, but also make sense and are quality products. I think Klipsch is synonymous with quality in the sound industry, so it was a natural partnership.
Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.
The sense of loss of control over what happens to you at work (and thus in your life is vital). This further involves a sense of fairness as in, I did my part and look where it got me! "The deal," the contract between employee and employer has eroded and been replaced with unilateral power by the organization over the employee.
Quality. That's the first word, the one word that comes to mind when I think of the books published by Abrams. In a world where so many companies are willing to cut corners, to do things the easy way in order to enhance the bottom line, it's gratifying to know that there's one company that obviously takes such pride in its finished product, one company that can always be counted on to design and produce a book that is, itself, as much a work of art as the illustrations on its pages.
Now I think a lot of wrestlers want to get signed so that way they can be with a company where they can learn, but they're really kind of looking for a contract, and I do think that makes sense.
When an employee asks why the company does things a certain way, and you can explain the logical reason, then the employee knows what she's doing is valid.
People tend to eat poorly because it's convenient; it's what's around them. But you can make the switch. I think the way to do that is to just make fruits and vegetables as convenient as possible to eat.
The cost of being a publicly traded stock has gone way, way up. It doesn't make sense for a little company to be public anymore. A lot of little companies are going private to be rid of these burdensome requirements.
People change jobs much more often, and therefore, companies, on average, invest less in employee development.
Is there water still on Mars? I don't have a view on that because we don't have good data to answer that question. One of the biggest mistakes you can make if you're a scientist is to think you know the answer, or wish for a certain answer, before you actually have it.
Companies that make keys, credit card companies, any company in the service business - anything to do with a consumer is probably a software company.
If an employee can demonstrate results produced in a way that the company didn't think possible, then a new way forward can begin to take shape.
In Europe, we don't only take offence when one company is treating another company in a way that's illegal. We also look at if governments are joining up with companies that makes it more difficult for other companies. We also see that sometimes government actions can make it very difficult for businesses to compete on their merits.
Booksellers are tied to publishing - they need conventional publishing models to continue - but for those companies, that's not the case. Amazon is an infrastructure company; Apple sells hardware; Google is really an advertising company. You can't afford as a publisher to have those companies control your route to market.
Companies do not commit crimes; only their agents do. And while a company might get the benefit of some such crimes, prosecuting the company would inevitably punish, directly or indirectly, the many employees and shareholders who were totally innocent.
Meanwhile, what about the workers in those state monopolies that are being put up for sale? I am reminded of a technique for employee ownership that has worked well for many U.S. companies. It goes by various names, but the best known is "Employee Stock Ownership Program," or ESOP.
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